The document discusses performance management and approaches to measuring performance. It begins by defining performance as behaviors rather than results, and discusses determinants of performance like knowledge and motivation. It then covers dimensions of performance like task and contextual performance. Finally, it analyzes approaches to measuring performance, including the behavior, results, and trait approaches, discussing their appropriate uses depending on factors like the job and organization.

1. HRM 4133
PERFORMANCE
MANAGEMENT
Group Presentation
Group - 02

2. GROUP MEMBERS
Miss. K. Gowsiga 2012/BAD/056
Miss. S. Jency 2012/BAD/075
Miss. T. Mithula 2012/BAD/136
Mr. R. Vivek 2012/BAD/305
Mr. W. Parasuraman 2012/BAD/168

3. DEFINING PERFORMANCE
MANAGEMENT
AND CHOOSING
A MEASUREMENT
APPROACH

4. OVERVIEW
 Defining Performance.
 Determinants of Performance.
 Performance Dimensions.
 Approaches to Measuring Performance.

5. DEFINING PERFORMANCE
Performance is,
 Behavior
 What employees do
Performance is NOT,
 Results or Outcomes
 What employees produce

6. BEHAVIORS LABELED AS
PERFORMANCE
Evaluative
 Negative
 Neutral
 Positive
Multidimensional
 Many different kinds of behaviors
 Advance or hinder organizational goals

7. DETERMINANTS OF
PERFORMANCE
Declarative Knowledge
X
Procedural Knowledge
X
Motivation
Performance =

8. DECLARATIVE KNOWLEDGE
 Information about,
 Facts
 Labels
 Principles
 Goals
 Understanding of task requirements.

9. PROCEDURAL KNOWLEDGE
 Knowing
 What to do
 How to do it
 Skills
 Cognitive
 Physical
 Perceptual
 Motor
 Interpersonal

10. MOTIVATION
 Choices
 Expenditure of effort
 Level of effort
 Persistence of effort
 Deliberate practice leads to excellence

11. DELIBERATE PRACTICE
 Approach performance with goal of getting
better and better
 Focus on performance
 What is happening?
 Why?
 Seek feedback from expert sources
 Build mental models of job, situation, and
organization
 Repeat first four steps on an ongoing basis

12. IMPLICATIONS FOR
ADDRESSING PERFORMANCE
PROBLEMS
 Managers need information to accurately
identify source(s) of performance
problems
 Performance management systems must
 Measure performance
 Provide information on source(s) of problems

13. FACTORS INFLUENCING
DETERMINANTS OF PERFORMANCE
 Individual characteristics
 Procedural knowledge
 Declarative knowledge
 Motivation
 HR practices
 Work environment

14. PERFORMANCE DIMENSIONS:
TYPES OF MULTIDIMENSIONAL
BEHAVIORS
 Task performance
 Contextual performance
 Prosaically behaviors
 Organizational citizenship

15. TASK PERFORMANCE
Activities that
 Transform raw materials
 Help with the transformation process
 Replenishing
 Distributing
 Supporting

16. CONTEXTUAL PERFORMANCE
Behaviors that
 Contribute to the organization’s effectiveness
 Provide a good environment in which task
performance can occur

17. DIFFERENCES BETWEEN TASK AND
CONTEXTUAL PERFORMANCE
 Task Performance
Varies across jobs
 Likely to be role
prescribed
 Influenced by
 Abilities
 Skills
 Contextual Performance
Fairly similar across jobs
 Not likely to be role
prescribed
 Influenced by
 Personality

18. WHY INCLUDE TASK AND
CONTEXTUAL
PERFORMANCE DIMENSIONS?
 Global competition
 Customer service
 Teamwork
 Employee perceptions of PM
 Supervisor views
 Cultural differences

19. VOICE BEHAVIOR
 Behavior that emphasizes expression of
constructive challenge with the goal to
improve rather than merely criticize
 Challenges the status quo in a positive way
 Makes innovative suggestions for change
 Recommends modifications to standard
procedures

20. A Performer
(Individual or
a team)
In a given
work situation
Engage in
certain
behaviors
That produce
various results
Trait Behavior Results
JOB PERFORMANCE
IN CONTEXT

21. APPROACHES TO MEASURING
PERFORMANCE
 Behavior Approach
Emphasizes how employees do the job
 Results Approach
Emphasizes what employees produce
 Trait Approach
• Emphasizes individual traits of employees

22. BEHAVIOR APPROACH
 Appropriate if
 Employees take a long time to achieve desired
outcomes
 Link between behaviors and results is not obvious
 Outcomes occur in the distant future
 Poor results are due to causes beyond the
performer’s control
 Not appropriate if
 Above conditions are not present

23. RESULTS APPROACH
 Advantages of results approach
 Less time
 Lower cost
 Data appear objective
 Most appropriate when
 Workers skilled in necessary behaviors
 Behaviors and results obviously related
 Consistent improvement in results over time
 Many ways to do the job right

24. TRAIT APPROACH
 Most appropriate when:
 Emphasis on individual
 Evaluate stable traits (i.e., cognitive abilities, personality)
 Positive relationship between abilities, personality traits,
and desirable work-related behaviors
 Appropriate if structural changes planned for organization
 Disadvantages
 Improvement not under individual’s control
 Trait may not lead to desired behaviors or results

25. THANK YOU
for your valuable time!